Strategic Capacity Building Training Course

Participants can identify, validate and prioritise capability gaps using multiple evidence sources.

• Capability maturity models assess people, process, technology and knowledge gaps
• Competency architecture separates technical, behavioural, managerial and institutional capabilities
• Task analysis converts critical work into observable performance requirements
• Evidence sources triangulated through document review, interviews, observation and performance data
• Root-cause analysis distinguishes skill deficits from system and incentive failures
• Priority matrices rank gaps by strategic value, risk, urgency and feasibility

Participants can design development pathways that support defined workplace performance requirements.

• Performance objectives written using behaviour, condition and criterion statements
• ADDIE phases translated into governance gates, deliverables and approval decisions
• 70-20-10 learning architecture balances experience, relationships and formal development
• Learning pathways sequence induction, practice, certification and refreshers
• Universal Design for Learning removes barriers in content, participation and assessment
• Content standards set ownership, version control, review cycles and retirement rules

Participants can establish manager practices that convert development activity into sustained performance.

• Manager role agreements specify coaching, feedback, delegation and performance conversations
• Situational Leadership adjusts direction and support to demonstrated competence
• Coaching questions connect individual development goals with service and business targets
• Deliberate practice plans define repetitions, feedback sources and increasing task difficulty
• After-action reviews capture learning from incidents, projects and operational decisions
• Psychological safety practices surface errors, uncertainty and improvement proposals

Participants can protect and transfer critical knowledge through structured management practices.

• Knowledge-risk registers identify single points of failure and retirement exposure
• Critical knowledge mapped through process walkthroughs, expert interviews and document audits
• Communities of practice establish purpose, facilitation, membership and knowledge outputs
• Standard operating procedures combine decision rules, exceptions, controls and ownership
• Peer mentoring structures match expertise needs, confidentiality and meeting cadence
• Lessons learned repositories use taxonomies, validation rules and retrieval metrics

Participants can prepare funded, governed and deliverable capacity building initiatives.

• Business cases quantify capacity gaps, intervention costs, benefits and implementation risks
• Costed capacity plans distinguish fixed costs, variable costs and contingent resources
• Build-buy-borrow decisions compare internal development, recruitment, partnerships and contractors
• Procurement specifications define learning outcomes, evidence requirements and supplier governance
• Facilitator quality assurance uses observation rubrics, calibration and participant evidence
• Implementation roadmaps assign milestones, dependencies, owners and change-control thresholds

Participants can manage adoption barriers and stakeholder commitments during capacity initiatives.

• ADKAR diagnoses awareness, desire, knowledge, ability and reinforcement barriers
• Change impact assessments map affected roles, workflows, systems and controls
• Communication plans segment messages by stakeholder influence, concerns and channel preferences
• Resistance logs distinguish legitimate risks, misinformation, workload pressures and political interests
• Training transfer agreements clarify manager support, practice opportunities and follow-up
• Readiness reviews test resource availability, leadership commitment and operational timing

Participants can measure capacity building results and report evidence for management decisions.

• Kirkpatrick levels align reaction, learning, behaviour and results evidence
• Logic models connect inputs, activities, outputs, outcomes and intended impacts
• Baseline measures define starting performance, data quality and comparison groups
• Leading indicators track participation, practice frequency, manager support and competency evidence
• Contribution analysis tests plausible links between interventions and service results
• Dashboards present disaggregated results, risks, decisions and corrective actions

Participants can govern a portfolio of capacity initiatives for quality, value and accountability.

• Capacity governance boards review priorities, resource allocation, risks and benefits
• RACI matrices assign accountable owners for design, delivery, transfer and evaluation
• Portfolio management balances mandatory, strategic, remedial and succession-related initiatives
• Quality assurance audits test fidelity, accessibility, assessment integrity and recordkeeping
• ISO 10015 principles guide competence management and development quality controls
• Data governance protects learning records, assessment data and sensitive development information

Participants can produce an implementable action plan for a priority capability challenge.

• Current-state capability profiles summarise priority gaps, causes, evidence and affected groups
• Target-state definitions specify required performance, ownership, standards and timeframes
• Intervention portfolios combine learning, process redesign, tools, staffing and incentives
• Sequenced action plans identify ninety-day milestones, dependencies, budgets and sponsors
• Risk registers set mitigations, triggers, owners and review frequency
• Executive briefings frame decisions, trade-offs, expected benefits and assurance evidence
• Peer review strengthens assumptions, measures, governance and implementation feasibility